1. Enterprise and Global Management of Information Technology Chapter 14 McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Identify each of the three components of information technology management –Use examples to illustrate how they might be implemented in a business Explain how failures in IT management can be reduced by the involvement of business managers in IT planning and management Learning Objectives 14-2

3. Learning Objectives Identify several cultural, political, and geo-economic challenges that confront managers in the management of global information technologies Explain the effect on global business/IT strategy of the trend toward a transnational business strategy by international business organizations 14-3

4. Learning Objectives Identify several considerations that affect the choice of IT applications, IT platforms, data access policies, and systems development methods by a global business enterprise Understand the fundamental concepts of outsourcing and offshoring, as well as the primary reasons for selecting such an approach to IS/IT management 14-4

5. Business and IT As the 21st century unfolds, many companies are transforming themselves into global powerhouses via major investments in –Global e-business –E-commerce –Other IT initiatives There is a need for business managers and professionals to understand how to manage this vital organizational function 14-5

6. Case 1: Toyota, Procter & Gamble, Hess Corporation, and Others Today, the role of a CIO has become very strategic. Tomorrow’s CIOs will be even more involved in strategic thinking and influential in an organization. The skills needed to be a CIO has changed as their role has shifted from being a technologist to business strategist. Developing and mentoring their successors is one of the key responsibilities of IT leaders in an environment that includes the changing role of the CIO and a shortage of qualified managers. 14-6

7. Case Study Questions 1.Several comments in the case note that CIOs are in a unique position for companywide leadership, extending beyond their primary technological concerns. Why do you think this is the case? How are CIOs different in this regard from other chief officers, for example, in finance, HR, or marketing? 2.After reading the case, what do you think are the most important competencies for the successful CIO of tomorrow? How do you rate yourself in those? Had you considered the importance of these skills and abilities before? 14-7

8. Case Study Questions 3.How can CIOs prepare their successors for an uncertain future that will most likely require skills different from those possessed by the successful CIOs of today? Which key competencies are enduring, and which ones are a function of the current technological environment? How can CIOs prepare for the latter? 14-8

9. Components of IT Management 14-9

10. Managing Information Technology Managing the joint development and implementation of business and IT strategies –Use IT to support strategic business priorities –Align IT with strategic business goals Managing the development and implementation of new business/IT applications and technologies –Information systems development Managing the IT organization and infrastructure –Hardware, software, databases, networks, and other resources 14-10

11. Managing the IT Function Three things happened in the past few years –The Internet boom inspired businesses to connect their networks –Companies on on their intranets essential applications without which their businesses could not function –It became apparent that maintaining PCs on a network is very, very expensive These things created an urgent need for centralization 14-11

12. Organizing IT Early Years –Centralization of computing with large mainframes Next –Downsizing and moving back to decentralization Current –Centralized control over the management of IT while serving the strategic needs of business units Hybrid of centralized and decentralized components 14-12

13. Avnet Marshall Organizational Components 14-13

14. Managing Application Development Application development management involves –Systems analysis and design –Prototyping –Applications programming –Project management –Quality assurance –System maintenance 14-14

15. Managing IS Operations IS operations management is concerned with the use of hardware, software, network, and personnel resources in data centers Operational activities that must be managed –Computer system operations –Network management –Production control –Production support 14-15

16. System Performance Monitors Software packages that –Monitor the processing of computer jobs –Help develop a planned schedule of computer operations that can optimize computer system performance –Product detailed statistics that are invaluable for effective planning and control of computing capacity 14-16

17. Features of System Performance Monitors Chargeback Systems –Allocates costs to users based on the information service rendered Process Control Capabilities –Systems that not only monitor but automatically control computer operations at large data centers 14-17

18. IT Staff Planning Recruiting, training and retaining qualified IS personnel Evaluating employee job performance and rewarding outstanding performance with salary increases and promotions Setting salary and wage levels Designing career paths 14-18

19. IT Executives Chief Information Officer (CIO) –Oversees all uses of information technology in many companies, and brings them into alignment with strategic business goals Chief Technology Officer (CTO) –In charge of all information technology planning and deployment –Manages the IT platform –Second in command 14-19

20. Other IT Positions E-commerce architect Technical team leader Practice manager Systems analyst 14-20

21. Technology Management All information technologies must be managed as a technology platform for integrating business applications –Both internally or externally focused –The Internet, intranets, electronic commerce and collaboration technologies, CRM software, enterprise resource planning, and supply chain management Often the primary responsibility of a chief technology officer 14-21

22. Managing User Services Business units that support and manage end user and workgroup computing –Can be done with information centers staffed with user liaison specialists or with Web-enabled intranet help desks Key roles –Troubleshooting problems –Gathering and communicating information –Coordinating educational efforts –Helping with end user application development 14-22

23. Outsourcing The purchase of goods or services from third-party partners that were previously provided internally 14-23

24. Outsourcing’s Top Ten 14-24

25. Why Outsource? Save money – achieve greater ROI Focus on core competencies – organizations can focus on the business that they are in Achieve flexible staffing levels Gain access to global resources Decrease time to market 14-25

26. Offshoring Relocation of an organization’s business processes to a lower cost location –This location is typically overseas –Can be either production or service Growth of services offshoring is linked to –Availability of large amounts of reliable and affordable communication infrastructure –Digitization of many services 14-26

27. Failures in IT Management IT not used effectively –Computerizing traditional business processes instead of developing innovative e-business processes IT not used efficiently –Poor response times –Frequent downtimes –Poorly managed application development 14-27

28. Management Involvement & Governance Managerial and end user involvement –Key ingredient to high-quality information system performance Involve business managers in IT management –Governance structures, such as steering committees 14-28

29. Sr. Management’s Involvement in IT 14-29

30. The International Dimension Companies around the world are developing new models to operate competitively in a digital economy –These models are structured, yet agile, global, yet local –They concentrate on maximizing the risk adjusted return from both knowledge and technology assets 14-30

31. Case 2: Reinsurance Group of America and Fronterrra Consistency across the different business functions, countries, languages and processes involved in worldwide implementations is one of the most important challenges faced by global organizations today. Reinsurance Group of America faced with a challenge in developing a single system that manages reinsurance business processes for numerous offices around the world—offices whose staffs speak different languages, are in different time zones, and just might be stuck in their ways as to how they manage their business. The result of developing this system resulted in a return on investment of 15% which was better than expected. 14-31

32. Case Study Questions 1.What is the business value of these global system developments for the companies mentioned in the case? How did they achieve these benefits? What were the major obstacles they had to overcome? 2.What are the advantages and disadvantages of a fullblown versus a phased approach for system implementations in general, and global ones in particular? How do you make the decision on which road to take? 3.How important is that all units in global organization speak the same business language, and use the same functions and business processes? How do you balance the competing needs for flexibility and consistency across operations? 14-32

33. Global IT Management Dimensions 14-33

34. Global IT Management Challenges Political challenges –Many countries regulate or prohibit the transfer of data across their national boundaries –Others severely restrict, tax, or prohibit imports of hardware and software –Some have local content laws that specify the portion of the value of a product that must be added in that country if it is to be sold there –Others require a business to spend part of the revenue they earn in a country in that nation’s economy 14-34

35. Global IT Management Challenges Geoeconomic challenges –Physical distances are still a major problem –It may take too long to fly in specialists –It is difficult to communicate in real time across 24 time zones –Many countries do not have good telephone and telecommunications services –It may be hard to find skilled local workers –There can be great differences in the cost of living and labor costs between countries 14-35

36. Global IT Management Challenges Cultural challenges –Languages –Cultural interests –Religions –Customs –Political philosophies –Global IT managers need cultural training before they are sent on assignment –Different work styles and business relationships 14-36

37. Transnational Strategies Companies are moving toward a transnational strategy –Business depends heavily on information systems and Internet technologies to help integrate global business activities –Requires an integrated and cooperative worldwide IT platform 14-37

38. Transnational Business/IT Strategies 14-38

39. Global Business Drivers Business requirements caused by the nature of the industry and its competitive or environmental forces Examples of global drivers: –Customers –Products –Operations –Resources –Collaboration 14-39

40. Global IT Platforms Hardware Difficulties –High prices –High tariffs –Import restrictions –Long lead times for government approvals –Lack of local service or spare parts –Lack of documentation tailored to local conditions 14-40

41. Global IT Platforms Software Difficulties –Packages developed in Europe may be incompatible with American or Asian versions –The software publisher may refuse to supply markets that disregard software licensing and copyright agreements 14-41

42. International Data Communications Issues 14-42

43. The Internet as a Global IT Platform The Internet –An interconnected matrix that reaches tens of millions of users in over 100 countries –Business environment is free of traditional boundaries and limits Without incurring massive cost outlays for telecommunications, companies can –Expand markets –Reduce communications and distribution costs –Improve profit margins 14-43

44. Key Questions for Global Websites Will you have to develop a new navigational logic to accommodate cultural preferences? What content will you translate, and what content will you create from scratch to address regional competitors or products that differ from those in the U.S.? Should your multilingual effort be an adjunct to your main site, or will you make it a separate site, perhaps with a country-specific domain? 14-44

45. Key Questions for Global Websites What kinds of traditional and new media advertising will you have to do in each country to draw traffic to your site? Will your site get so many hits that you’ll need to set up a server in a local country? What are the legal ramifications of having your website targeted at a particular country, such as laws on competitive behavior, treatment of children, or privacy? 14-45

46. Internet Users by World Region 14-46

47. Global Data Access Issues Transborder Data Flows may be viewed as violating –A nation’s sovereignty because it avoids customs duties and regulations –Laws protecting the local IT industry from competition –Laws protecting local jobs –Privacy legislation 14-47

48. U.S.-E.U. Data Privacy Requirements Key data privacy provisions –Notice of purpose and use of data collected –Ability to opt out of third-party distribution of data –Access for consumers to their information –Adequate security, data integrity, and enforcement provisions 14-48

49. Internet Access in Restrictive Countries The struggle between Internet censorship and openness at the national level revolves around –Controlling the conduits –Filtering the flows –Punishing the purveyors Most of the world has decided that restricting Internet access is not a viable policy –Restricting access also hurts a country’s opportunities for economic growth and prosperity 14-49

50. Global Government Internet Restrictions High Government Access Fees –Kazakhstan, Kyrgyzstan Government Monitored Access –China, Iran, Saudi Arabia, Azerbaijan, Ubekistan Government Filtered Access –Belarus, Cuba, Iraq, Tunisia, Sierra Leone, Tajikistan, Turkmenistan, Vietnam No Public Access Allowed –Burma, Libya, North Korea 14-50

51. Global Systems Development Key development issues –Conflicts over local versus global system requirements –Trying to agree on common system features –Disturbances caused by systems implementation and maintenance activities –Global standardization of data definitions 14-51

52. Systems Development Strategies Key strategies for global systems development –Transform an application used by the home office or a subsidiary into a global application –Set up a multinational development team –Parallel development –Centers of excellence –Offshore development 14-52

53. Internet-Enabled IT Development 14-53

54. Case 3: General Motors: Factory IT Faces Its Biggest Test Yet Today companies need manufacturing capability that can respond quickly to changing tastes of the consumers. GM is looking at how it can make changes on the production lines at its plants more deftly to react to shifting consumer tastes. In 2006 and 2007, the number of vehicles on which production ceased because of IT related problems decreased about 50% over 2005. So far in 2008, the number of vehicles it has had to stop production on because of IT related issues is less than 5% of the vehicles. IT plays a big part in enabling GM’s responses to market demand. 14-54

55. Case Study Questions 1.What are some of the major business benefits of the type of technology rollout implemented by GM, e.g. product routing and order management systems? What other benefits may accrue to the company, beyond those directly related to improved manufacturing efficiency? Provide several examples from both categories. 2.One of the hallmarks of GM’s rollout is the creation of four command centers distributed throughout the world. While local plants are the first line of defense, more important issues are handled at these command centers. What are some advantages and disadvantages of this structure? Provide several examples of each and your justification for inclusion in your list. 14-55

56. Case Study Questions 3.While commonality and standardization help GM improve its efficiency and reduce costs, they may have the downside of hindering innovation in the different plants. Reread the statements by Kirk Gutmann to this effect. Do you believe he means innovation is not important? How could GM strike a balance between these two seemingly conflicting objectives? Provide a recommendation and rationale for your proposed course of action. 14-56

57. Case 4: IBM Corporation Only services can provide growth on the scale that IBM needs to make shareholders happy –To combat cheaper offshore companies, IBM is giving away technology In theory, giving away software, patents, and ideas will –Help the entire industry grow faster –Open new frontiers –Create opportunities for IBM to sell high- value products and services 14-57

58. Case 4: IBM Corporation To cut costs, IBM is also offshoring –India accounts for the largest number of IBMers outside the United States By the end of next year, IBM Services head count in India will top 52,000 –More than one-fourth of all services personnel –About one-sixth of IBMers worldwide 14-58

59. Case Study Questions 1.Do you agree with IBM’s employment response to competition from software development contractors in India like Wipro that are expanding into IT consulting services? 2.Will IBM’s plan to give away some of its IT assets and intellectual property and increase support of opensource software products be a successful growth strategy in the “brutally competitive marketplace” in which it operates? 14-59

60. Case Study Questions 3.Do you agree with IBM researchers’ assumption that IT will remain “hard to use, expensive, and labor-intensive, with customers continuing to need help solving business problems” for along time to come? –Should IBM bet its business on that assumption? 14-60